Authentic leadership occurs when individuals enact their true selves in their role as a leader. This article examines the role of authentic followership in the previously established relationship ...between authentic leadership and follower in-role and extrarole performance behaviors. Consideration of followers who enact their true selves is important to understand how authentic leadership fosters follower self-determined work motivation and thus work role performance. Using self-determination theory (SDT) as a guiding framework, the authors propose that authentic leadership, authentic followership, and their interplay are positively related to the satisfaction of followers’ basic needs, which, in turn, are positively related to follower work role performance. The authors conducted a survey study of 30 leaders and 252 followers in 25 Belgian service companies. The results provide evidence of positive relationship for both authentic leadership and authentic followership with follower basic need satisfaction in a cross-level model where authentic leadership was aggregated to the group level of analysis. Cross-level interaction results indicated that authentic leadership strengthened the relationship between authentic followership and follower basic need satisfaction. Follower basic need satisfaction was shown to mediate the relationship of authentic leadership and authentic followership with follower work role performance. A test of mediated moderation further demonstrated that basic need satisfaction mediates the interaction of authentic leadership and authentic followership on follower work role performance. The implications for leadership research and practice are explored.
Summary
Thought experiments are defined by Aguinis et al. as “judgments about what would happen if an imagined scenario were real.” They demonstrated through a multidisciplinary literature review ...that thought experiments have been used productively to generate and test theory in a wide variety of fields, including psychology, economics, medicine, sociology, marketing, and finance. Despite their utility, they concluded that thought experiments are vastly underutilized within the field of organizational behavior (OB). They go on to present a taxonomy of four basic types based on a theory's stage of development (early vs. late) and a study's theoretical objective (confirmation vs. disconfirmation). To help OB scholars effectively apply thought experiments, they provided a decision‐tree for evaluating the potential utility of a thought experiment and which of the four types would be most appropriate. Next, they advanced a set of best‐practice recommendations and showed how they could be applied within the domain of workplace allyship. Rather than contesting these points in this “counterpoint” article, I seek to reinforce them, as I have no argument against the notion that thought experiments are powerful methodological tools for advancing and testing theory that are underutilized by OB scholars. Nonetheless, I contend that given their definition of thought experiments, more OB works have employed them than surfaced from their review, and I provide three examples that their search terms missed. Finally, to bolster their overarching points, I explore how the theory generated in these three conceptual articles could have been strengthened through more extensive applications of their best‐practice recommendations.
While authentic leadership (AL) has seen a dramatic increase in scholarly attention over the last decade, its contribution relative to more established leadership constructs merits investigation. We ...employ meta-analytic techniques to compare AL and transformational leadership theories using 100 independent samples and 25,452 individuals. The findings reveal that (1) the relationship between authentic and transformational leadership is large in magnitude, suggesting construct redundancy (ρ=.72); (2) neither AL nor transformational leadership add noticeable incremental validity beyond the other construct; (3) AL has a lower relative weight than transformational leadership for the outcomes of follower satisfaction, follower satisfaction with the leader, task performance, and leader effectiveness; and (4) AL demonstrates dominance over transformational leadership when predicting group or organization performance and organizational citizenship behaviors. We recommend future research examine AL at the component level and its relationships with related ethical constructs to potentially differentiate it from transformational leadership.
Scholarly research on the topic of leadership has witnessed a dramatic increase over the last decade, resulting in the development of diverse leadership theories. To take stock of established and ...developing theories since the beginning of the new millennium, we conducted an extensive qualitative review of leadership theory across 10 top-tier academic publishing outlets that included The Leadership Quarterly, Administrative Science Quarterly, American Psychologist, Journal of Management, Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Organizational Science, and Personnel Psychology. We then combined two existing frameworks (Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010; Lord & Dinh, 2012) to provide a process-oriented framework that emphasizes both forms of emergence and levels of analysis as a means to integrate diverse leadership theories. We then describe the implications of the findings for future leadership research and theory.
The past decade has seen a dramatic increase in scholarly interest in the topic of authentic leadership. We review this literature with the goal of clarifying the state of knowledge in the field. We ...begin with a historical overview of the construct's definition and evolution. Next, we present the results of a content analysis of 91 publications that focus on authentic leadership. Specifically, we examined the publication type (theoretical, empirical, and practitioner), contributors (e.g., discipline, nationality, and institutional affiliation), theoretical foundations, research strategies, sample location/type, data collection methods, analytical procedures, and nomological network of authentic leadership. We conclude by presenting an agenda for future research.
Scholarly and practitioner interest in the topic of authentic leadership has grown dramatically over the past two decades. Running parallel to this interest, however, have been a number of concerns ...regarding the conceptual and methodological underpinnings for research on the construct. In this exchange of letters, the cases for and against the current authentic leadership theory are made. Through a dialogue, several areas of common ground are identified, as well as focal areas where the cases for and against the utility of authentic leadership theory for scholars and practitioners sharply diverge. Suggestions for future theorizing and research that reflect areas of common ground are advanced, along with divergent perspectives on how research on authenticity and leadership should proceed. Despite their differences, both author teams found the dialogue in itself to be a healthy process for theory development and encourage constructive future dialogue on other areas where theoretical perspectives diverge.
Statistically inferred time-warping functions are proposed for transforming data exhibiting irregular statistical cyclicity (ISC) into data exhibiting regular statistical cyclicity (RSC). This type ...of transformation enables the application of the theory of cyclostationarity (CS) and polyCS to be extended from data with RSC to data with ISC. The non-extended theory, introduced only a few decades ago, has led to the development of numerous data processing techniques/algorithms for statistical inference that outperform predecessors that are based on the theory of stationarity. So, the proposed extension to ISC data is expected to greatly broaden the already diverse applications of this theory and methodology to measurements/observations of RSC data throughout many fields of engineering and science. This extends the CS paradigm to data with inherent ISC, due to biological and other natural origins of irregular cyclicity. It also extends this paradigm to data with inherent regular cyclicity that has been rendered irregular by time warping due, for example, to sensor motion or other dynamics affecting the data.
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This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe ...in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.
In this paper, a concise survey of the literature on cyclostationarity is presented and includes an extensive bibliography. The literature in all languages, in which a substantial amount of research ...has been published, is included. Seminal contributions are identified as such. Citations are classified into 22 categories and listed in chronological order. Both stochastic and nonstochastic approaches for signal analysis are treated. In the former, which is the classical one, signals are modelled as realizations of stochastic processes. In the latter, signals are modelled as single functions of time and statistical functions are defined through infinite-time averages instead of ensemble averages. Applications of cyclostationarity in communications, signal processing, and many other research areas are considered.
Since its introduction to the social psychology literature 60 years ago, Festinger’s cognitive dissonance theory (CDT) has been frequently applied to the management literature to explain and predict ...the motivational nature of dissonance in producing attitude and behavior change in managerial decision making and the broader organizational context. Yet many of the popular constructs that stem from CDT have since lost touch with more recent developments in the field of origin. In this paper, we provide a review of the key constructs and predictions associated with CDT from Festinger’s early work to the latest developments. We then review key management research that has incorporated CDT. Drawing from the latest refinements to CDT, we describe how future management studies could benefit by integrating these refinements into their theoretical frameworks, rather than simply relying on Festinger’s seminal work on the 60th anniversary of its publication (1957).
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